PLATINUM2023

APLA Health & Wellness

aka APLA Health   |   Los Angeles, CA   |  aplahealth.org
GuideStar Charity Check

APLA Health & Wellness

EIN: 84-1661910


Mission

APLA Health's mission is to achieve health care equity and promote well-being for the LGBT and other underserved communities and people living with and affected by HIV. APLA Health has 16 strategically located sites in Los Angeles County.

Ruling year info

2005

Chief Executive Officer

Mr. Craig E. Thompson

Main address

611 S Kingsley Dr

Los Angeles, CA 90005 USA

Show more contact info

Formerly known as

APLA Dental Services

EIN

84-1661910

Subject area info

Public health

Human services

Population served info

Adults

LGBTQ people

People with HIV/AIDS

NTEE code info

Public Health Program (E70)

Human Service Organizations (P20)

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Federally Qualified Health Center

APLA Health & Wellness provides primary care including HIV care, dental and behavioral health services to low-income individuals in the community, with a focus on LGBT individuals.

Population(s) Served
LGBTQ people

Our Home Health program offers in-home services to individuals with symptomatic HIV/AIDS who need assistance to maintain independent living.

The program provides in-home health care, including nurse and social work case management, as well as support such as attendant care, homemaker services, and counseling services. Other needed services may be provided directly, or coordinated by the case management team. Services are available in English and Spanish.

Population(s) Served
People with HIV/AIDS

HIV Prevention and Education Services offers culturally-appropriate initiatives aimed at reducing the incidence of HIV.

Population(s) Served
LGBTQ people
Adults

APLA Health & Wellness provides free HIV testing and counseling, and STD screening and treatment to anyone at risk in the community.

Population(s) Served
LGBTQ people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of meals served or provided

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of people tested for HIV

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of people provided with PrEP

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

2.69

Average of 1.70 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

3

Average of 2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

22%

Average of 23% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

APLA Health & Wellness

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

APLA Health & Wellness

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

APLA Health & Wellness

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of APLA Health & Wellness’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $10,905,197 $6,236,481 $5,285,132 $10,585,500 $9,103,522
As % of expenses 59.1% 15.9% 10.6% 18.9% 13.8%
Unrestricted surplus (deficit) after depreciation $10,415,442 $5,593,846 $4,564,337 $9,805,779 $8,187,003
As % of expenses 55.0% 14.0% 9.0% 17.3% 12.3%
Revenue composition info
Total revenue (unrestricted & restricted) $20,107,440 $46,379,066 $55,511,377 $66,394,497 $73,193,456
Total revenue, % change over prior year 50.4% 130.7% 19.7% 19.6% 10.2%
Program services revenue 64.0% 65.4% 71.8% 65.9% 74.2%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.2% 0.3% 0.2% 0.1%
Government grants 33.9% 25.1% 20.9% 27.8% 18.4%
All other grants and contributions 2.1% 9.2% 7.0% 5.7% 7.1%
Other revenue 0.0% 0.0% 0.1% 0.4% 0.2%
Expense composition info
Total expenses before depreciation $18,451,607 $39,302,139 $49,933,117 $55,997,675 $65,756,479
Total expenses, % change over prior year 48.3% 113.0% 27.0% 12.1% 17.4%
Personnel 46.5% 40.6% 39.7% 39.0% 36.6%
Professional fees 4.8% 6.5% 5.2% 5.9% 5.5%
Occupancy 7.2% 6.3% 5.5% 5.3% 5.1%
Interest 0.0% 0.0% 0.1% 0.1% 0.0%
Pass-through 0.0% 0.4% 0.3% 0.2% 0.3%
All other expenses 41.5% 46.2% 49.2% 49.5% 52.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $18,941,362 $39,944,774 $50,653,912 $56,777,396 $66,672,998
One month of savings $1,537,634 $3,275,178 $4,161,093 $4,666,473 $5,479,707
Debt principal payment $0 $20,000 $0 $4,480,000 $0
Fixed asset additions $824,362 $1,816,523 $846,583 $9,054,308 $2,381,823
Total full costs (estimated) $21,303,358 $45,056,475 $55,661,588 $74,978,177 $74,534,528

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 4.5 3.2 2.6 3.0 3.0
Months of cash and investments 4.5 4.0 3.2 3.7 3.4
Months of estimated liquid unrestricted net assets 5.6 4.0 4.2 4.1 4.7
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $6,928,249 $10,566,627 $10,682,407 $13,993,036 $16,319,697
Investments $0 $2,596,388 $2,617,480 $3,296,972 $2,422,969
Receivables $5,345,083 $6,456,442 $9,259,189 $9,407,070 $20,899,973
Gross land, buildings, equipment (LBE) $4,543,603 $5,517,624 $6,364,208 $15,418,515 $17,827,458
Accumulated depreciation (as a % of LBE) 50.3% 37.8% 44.1% 23.2% 25.4%
Liabilities (as a % of assets) 16.0% 17.2% 29.5% 14.0% 21.8%
Unrestricted net assets $10,478,886 $16,072,732 $20,637,069 $30,442,848 $38,629,851
Temporarily restricted net assets $2,940,269 $3,927,112 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $2,940,269 $3,927,112 $4,294,259 $4,638,344 $3,884,356
Total net assets $13,419,155 $19,999,844 $24,931,328 $35,081,192 $42,514,207

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

Chief Executive Officer

Mr. Craig E. Thompson

Craig E. Thompson, J.D., LL.M, MBA joined APLA as Chief Operating Officer in 1997 and became the Executive Director in July 1998. Mr. Thompson is APLA Health's Chief Executive Officer. Prior to joining APLA Health, Mr. Thompson was Vice President and Chief Financial Officer of AIDS Healthcare Foundation (AHF). While at AHF, he played a lead role in establishing and operating Positive Healthcare, the first Medicaid managed care program in the U.S. for persons with AIDS. From 1988 to 1992, Mr. Thompson worked for Security Pacific Burns Fry, an investment banking firm, as part of the advisory team in mergers and acquisitions. Mr. Thompson received a bachelor's degree in political science from Washington State University and graduate degrees from the University of Washington School of Law and New York University School of Law. He earned a master's degree in business administration from The Wharton School at the University of Pennsylvania.

Number of employees

Source: IRS Form 990

APLA Health & Wellness

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

APLA Health & Wellness

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

APLA Health & Wellness

Board of directors
as of 10/20/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Dr. Lee Klosinski

UCLA Nathanson Family Resilience Center

Anthony Henderson

Novartis

Jessie L. McGrath

Los Angeles County

Alan R. Walden

Capital Group

Chad D. Franks

KPMG LLP

Natalie Ramos

UCLA David Geffen School of Medicine

Cody Sisco

Resonant Earth Publishing, Book Swell LLC

John Squatritto

ABC7 Los Angeles

Denis Cagna

Anyae Cardwell

Andrew Clark

Maricela de Rivera

Long Beach Breastfeeds

David Doan

Stuart Downey

David Flores

M'Alyssa Mecenas

Baker McKenzie

Lindsey Morrison

Keck Medicine of USC

Kay Redding

John Sealy

David Geffen School of Medicine, UCLA (Ret)

Woody Sides

Chris Tang

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 8/17/2021

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/20/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser